From Awareness to Action: DEI Learning Journey
These days, when we talk about DEI, it is almost assumed that everyone understands this acronym: Diversity, Equity, and Inclusion. Values that have been resonating over several decades in the world and society have well found their true meaning in our daily life, including the workplace.
DEI programs have become indispensable for global companies. How does Semrush embrace this evolution? How do we pursue DEI initiatives in our organization? And what made us change our approach to these? You are about to find out…
Why Education Matters
By 2024, we had already progressed in our DEI efforts: We implemented policies, launched a DEI manifesto and Employee Resource Groups, introduced a hiring playbook, and above all—achieved a 99.9% employee acknowledgment rate. Wow, right?
Despite all these achievements, we understood that the policy and manifesto, while being an essential skeleton of our DEI framework, remain vastly theoretical. They outline the “whats” but fall short of illustrating the “hows.” And that’s what we needed: to understand and explain how DEI principles are woven into the everyday realities of our business.
We wanted employees to see DEI topics not as an abstraсt concept, but as a core component that touches every aspect of their work life. So we found ourselves at a crossroads, needing to develop a shared—and most importantly, practical—understanding of DEI at Semrush.
Challenging Сhoice
Some might think: well, this is easy, there are so many different training programs available, just choose one. But Semrush is an international company with abundant cultural diversity.
The objective we settled upon was to create education that would be relevant and relatable for people from various backgrounds from Armenia to the US and everywhere in between. Challenging? Yes! But we also perceived it as an exciting opportunity to engage and educate employees in a meaningful way.
This brought a realization that there won’t be a “one-size-fits-all” approach; instead we sought custom training tailored to our exact needs. Among the options was using an LMS (Learning Management System) platform, inviting external trainers for in-person sessions, or developing interactive e-learning modules that will also offer flexibility for remote employees.
We ended up opting for an external provider who developed a very customized version of a DEI training just for Semrush. This way, we would be able to create unique content that directly addressed our employees’ needs and incorporate some practical, actionable recommendations.
So here we had it, all squared away. The custom Diversity, Equity, and Inclusion training was prepared to be rolled out across the company through a number of employee workshops. But that’s when the next question emerged: Who's going to run these workshops?
Shaping Our DEI Together
We started with the sensible approach: The Culture and Learning teams would effectively deliver the education. However, we wanted to bring it even closer to our people. This led us to an idea of including trainers familiar to the employees—our own colleagues outside of the HR umbrella. So we invited people who were already part of our DEI ERGs*, passionate about the subject and eager to make a difference.
*Employee Resource Groups (ERGs) are groups of employees who come together around shared identities or interests. Why are ERGs important? They help us create a more inclusive environment and bring different perspectives to our DEI efforts.
The team of trainers is completed—we are now ready to move forward. Our external provider helped us to build a comprehensive understanding of DEI through several in-depth sessions that covered the full spectrum of the topic, from the fundamentals of diversity to the complex layers of equity and inclusion.
Cultural differences and inclusive language were established as the most relevant topics for Semrush across all our locations.
As a result, dynamic two-hour workshops were developed. They were intentionally designed with minimal theoretical content and a strong emphasis on hands-on practice. At the start of each workshop, we emphasized that this was a safe space where participants could ask any questions without fear of judgment.
We selected relevant examples and practical exercises closely tied to our workplace scenarios, as relatable to our employees as possible. We also made it a point to incorporate team building and relationship strengthening into the program—all this with a focus on our “blind spots.” One of the most impactful exercises we included was a deep dive into biases, using a candidate’s resume as a case study. Participants took on the role of recruiters where they analyzed the biases that can unconsciously emerge during hiring.
Special attention was paid to the sensitive area of unconscious biases and inclusive language, which for me personally was particularly eye-opening. Like, the phrase “Hi guys” or its equivalent that is commonly used across many languages. You might not see anything wrong with this familiar and seemingly neutral salutation. But think how it inadvertently excludes others. This phrase emerged as a convenient way to address groups, yet modern inclusivity calls us to rethink it and move away from established patterns.
Roll It Out
Well, only one “little” thing remained… training over 1000 employees! :) To roll out such a massive program, we needed to come up with an approach that would be efficient and wouldn’t overwhelm everyone involved.
So we analyzed some demographic data and decided to prioritize education by division—focusing first on those with less diversity. Basically, we will be making an impact where it is needed most.
Of course, we couldn’t roll out the training without identifying metrics for its success. How would we measure its effectiveness? Four factors were established:
- Participation rate
- Feedback forms completed after each education session
- A short knowledge test conducted before and after the workshop to assess knowledge improvement
- Trends from inclusivity surveys and demographic analysis in the divisions that participate in the program
We started our workshops in early 2024. Of course, to keep it all organized, we worked closely with the HR Business Partners of each division and, when necessary, the division heads. Together with them, we created workshop groups, coordinated schedules, and only then invited employees to participate in the sessions.
Reaping Results, Anticipating Next Steps
Fast forward to December 2024—we’ve got about 50% of the company covered. Considering that we have just three primary trainers and six co-trainers facilitating the workshops (which can take up to 20 hours per division), this is quite an achievement!
And what about our success criteria? The data is encouraging:
- Anonymous feedback shows over 90% of participants found the workshop highly relevant, with many positive comments.
2. The average participation rate is at approximately 70%. Although our target is 80%, this is a solid result for a voluntary workshop. In 2025, we plan to work more closely with managers to encourage participation and thus increase engagement.
3. Did you expect the knowledge test to be the tricky metric? Comparing test scores before and after the workshop reveals an impressive 65% average improvement in participants' knowledge. Perhaps the most significant insights come from attendees who share a newfound understanding of the topics covered, dismantle previous misconceptions, and find answers to their questions.
4. Looking ahead, we expect to gather further insights through demographics and inclusivity survey data, so we’ll be able to fully assess the impact of our program. We plan to track the results of these surveys, monitor shifts in minority hiring rates, and closely observe turnover within divisions that have completed workshops.
In 2025, we not only expect to complete the program, but also plan to develop more workshops for newcomers, facilitate training on inclusive team management for all Semrush leaders, and so much more!
One should keep in mind: DEI initiatives will always represent a continuous journey of improvement. And improvement across all aspects of the company—from product inclusivity to decision-making processes—is not an easy feat. But with dedication and passion, nothing is impossible.